The True Value of a Team Performance Coach: Beyond Frameworks and Rules

The True Value of a Team Performance Coach: Beyond Frameworks and Rules

In the dynamic realm of team performance coaching, my passion extends far beyond mere frameworks. While they serve as the foundation for many teams, the essence of my role is deeply rooted in effectiveness and performance coaching. Navigating team conflicts and championing individuals to reach their potential are some of the most rewarding facets of my job.

Unraveling Conflicts and Unleashing Potential

Within any team setting, conflicts are almost inevitable. They can sprout from myriad sources: differing perspectives, misunderstandings, or the stress of impending deadlines. Instead of viewing these as hindrances, I perceive them as growth catalysts. These are moments ripe for instilling stronger team cohesion and fostering collaboration. Witnessing a team evolve and solidify post-conflict is a testament to their resilience and unity.

On the individual front, aiding team members in recognizing and tapping into their latent potential is a thrilling endeavor. From the first stirrings of self-awareness to them operating at their peak, the transformative journey is genuinely remarkable.

Delving Deeper into the G.R.O.W. Coaching Model

Among the myriad of coaching techniques available, the G.R.O.W. coaching model resonates with me due to its sheer simplicity yet profound impact. The G.R.O.W. coaching model offers a structured pathway, particularly invaluable when navigating team conflicts. To better understand its application, let's use a team conflict scenario:

  1. Goal: This phase is about clearly defining what the desired outcome should be post-resolution.
  • Example: Two team members, Alex and Jamie, have a persistent disagreement over the direction of a project. The goal is to arrive at a consensus where both feel their perspectives are respected and the project can proceed without friction.
  1. Reality: This stage involves delving deep into the current situation to understand the root of the conflict and its implications.
  • Example: Upon discussion, it becomes apparent that Alex believes in taking a more traditional approach, having seen its success in past projects. Jamie, on the other hand, advocates for a more innovative strategy, believing it will yield better results given current market trends. Both feel their ideas are being sidelined.
  1. Options: Here, the emphasis is on brainstorming potential solutions, fostering open dialogue, and understanding.
  • Example: Several solutions might emerge. They could consider blending elements from both strategies, bringing in a neutral third party to offer insights, or even running a small-scale test of both approaches to gauge their efficacy before full-scale implementation.
  1. Way Forward: With potential solutions on the table, this step is about committing to a specific action plan to resolve the conflict.
  • Example: Alex and Jamie decide to merge the strongest aspects of their respective strategies. They also opt to have regular check-ins to ensure open communication and make necessary adjustments if challenges arise.

The G.R.O.W. model, in this context, doesn’t merely offer conflict resolution. It promotes understanding, fosters collaboration, and ensures that team dynamics are strengthened post-conflict. By understanding the root of disagreements, exploring potential solutions collectively, and committing to a mutual way forward, teams can turn conflicts into opportunities for growth and innovation.


The G.R.O.W. model transcends its step-by-step procedure. It's an ideology that promotes forward-thinking, introspection, and ownership. Its alignment with holistic team performance principles ensures it remains an indispensable tool in my coaching repertoire.

Being a team performance coach extends far beyond the realms of mere frameworks. It's about influencing lives, diffusing conflicts, and guiding individuals and teams to unparalleled achievements. The G.R.O.W. coaching model has been my trusted companion in this journey, and I truly believe it holds the potential to impact many more coaching narratives.


Alexander, G., & Renshaw, B. (2005). SuperCoaching. Random House Business Books.

Rogers, J. (2012). Coaching Skills: A Handbook. McGraw-Hill.

Whitmore, J. (2009). Coaching for Performance: GROWing Human Potential and Purpose - The Principles and Practice of Coaching and Leadership. Nicholas Brealey Publishing.

Beyond Titles: A Lifelong Commitment to Lean Principles and Value Alignment

Beyond Titles: A Lifelong Commitment to Lean Principles and Value Alignment

In a world defined by ceaseless evolution and intense competition, my journey as an Organizational Design Coach has been a thrilling ride. Although my titles have varied over the years, my dedication has remained unwavering towards lean principles, organizational effectiveness, and a staunch alignment to value creation. At the heart of my mission is the desire to spearhead transformative shifts that deeply permeate the organizational structure. The experience of partnering with numerous Fortune 500 companies has enriched me with profound insights and a legacy of tangible impacts.

Essential Beliefs:

Lean Principles: Lean principles empower organizations to prioritize efficiency, customer-first approaches, and a relentless pursuit of improvement. At its core, lean revolves around five principles: value, value stream, flow, pull, and perfection. They serve as a guiding beacon, enabling organizations to eradicate inefficiencies, enhance process performance, and place the customer at the epicenter of all decisions.

Organizational Effectiveness: True organizational effectiveness blends operational superiority with an ingrained culture of involvement and ingenuity. As markets transform, organizations must adapt, recalibrating their strategies, processes, and people to the fluid market demands.

Value Alignment: Synchronizing with value ensures that every organizational effort converges towards customer-focused results. When the organizational framework revolves around value creation, it naturally breeds innovation, augments customer contentment, and elevates financial performance.

My Blueprint for Organizational Evolution: No two organizations are the same. Recognizing this, my strategy leans into a customized engagement model, crafted for an organization's unique scenario. Marrying coaching, consulting, and hands-on execution, I aim to shepherd organizations toward operational superiority.

Case Studies: The Evidence of Impact:

1. Boosting Operational Efficiency in Healthcare Operations: A tech giant grappled with diminishing operational effectiveness. A rigorous evaluation and subsequent process overhaul, complemented by nurturing a continuous improvement ethos, led to a 30% reduction in operational expenses, faster processes, and heightened customer contentment.

2. Cultural Metamorphosis at an Insurance Titan: A major insurance entity was trapped in a compartmentalized work culture, stifling cooperative innovation. By reshuffling organizational frameworks, championing cross-departmental cooperation, and instilling inclusiveness, we ignited a cultural shift that positioned them at the zenith of healthcare innovation.

3. Championing Customer Focus at a Global B2C Giant: A prominent B2C company sought to intensify its customer focus to maintain an edge. Through mapping customer journeys, reshaping processes, and imparting lean training, we uplifted customer satisfaction by 20%, leading to a marked growth in market presence.

Insights Gleaned and the Path Ahead: The voyage of reshaping organizations has been a treasure trove of learnings. Sustainable transformation roots in genuine people engagement, perpetual education, and harmonizing organizational efforts towards value addition. As the landscape of organizational design flourishes, I'm committed to perpetually evolving and leaving a meaningful impact.

In Closing: This expedition, though challenging, has been immensely gratifying. As market landscapes shift, anchoring to lean principles, cultivating organizational potency, and unwaveringly zeroing in on value alignment becomes crucial. It's an evergreen cycle of learning, metamorphosing, and enhancing, not just for the enterprises I ally with, but for my own personal and professional growth.

The Liberation of Remote Work: Why I’ll Never Go Back to the Office Full Time

The Liberation of Remote Work: Why I’ll Never Go Back to the Office Full Time

Working from home has irreversibly changed me. The very thought of returning to the routine of a full-time office job feels antiquated, almost absurd. It’s been four continuous years of remote work for me, and I’ve embraced every second of it. While I occasionally make a brief appearance at the client's office, it's a far cry from the "hybrid" work models that have become increasingly popular.

You might wonder why I'm so attached to this way of working. Two years ago, in a bold move, I relocated back to Hawaii during the height of the COVID-19 pandemic. Some might say it was a gamble – relocating to a place so remote while banking on the longevity of remote work. Yet, sometimes, in order to truly understand what we desire, we must place ourselves in situations that force a decisive outcome. Today, two years after my move, I'm still thriving, even more convicted in my decision.

So, why is remote work so pivotal to me? The answer is threefold, yet incredibly simple:

  1. Quality of Life: Living in Hawaii, I've had the chance to reconnect with nature. The daily view of the pristine beaches, the intoxicating scent of the flora, and the rejuvenating ocean swims have become invaluable parts of my day. These experiences contribute greatly to my well-being, mental clarity, and overall satisfaction – aspects that would have been compromised with a daily office routine.
  2. Quality of Life: Without the constant hustle of preparing for office, commuting, and navigating through office politics, I have been able to reclaim a significant portion of my time. This allows me to allocate hours to personal development, such as exercising, indulging in hobbies, or simply taking a moment to breathe and appreciate the beauty around me.
  3. Quality of Life: A stable work-life balance is not just about physical well-being, but also mental and emotional health. Remote work has granted me the space to avoid office distractions and truly focus. It has eliminated the unnecessary stressors, enabling me to produce better quality work and maintain a positive state of mind.

Work, while important, is not the entirety of life. No one, I believe, reaches the end of their journey wishing they had spent more hours at the office or in mundane meetings. I'm no slacker – my days are filled with 8-10 hours of concentrated work. But without the added burden of travel and preparation, I am left with ample personal time that once used to be eaten up by the 12-hour cycles of corporate life.

In addition, contrary to some beliefs, I've found that I'm more productive working from home. Tools like Zoom and Teams have revolutionized meetings, making them more focused and efficient. Gone are the days of wandering from one conference room to another or getting caught in impromptu chats that often veer off-topic.

Remote work has not just been a temporary shift for me; it’s a lifestyle choice, one that places emphasis on living as much as it does on working. And while the world navigates the post-pandemic reality, one thing is clear for me: I’ve tasted the freedom and quality of life that remote work offers, and there’s no turning back.


    The Overlooked Agile Topic: Psychological Safety

    The Overlooked Agile Topic: Psychological Safety

    Psychological safety is an essential aspect of Agile teams that is often overlooked, despite its significant impact on team performance and collaboration. This concept involves creating an environment where team members feel comfortable sharing their ideas, asking questions, and admitting mistakes without fear of judgment or retribution. This post will explore the importance of psychological safety in Agile teams and discuss why it is frequently disregarded.

    The Importance of Psychological Safety in Agile Teams

    1. Improved Collaboration and Communication

    Psychological safety promotes open communication and collaboration among team members. When individuals feel comfortable expressing their opinions and ideas, teams are more likely to achieve better outcomes. Moreover, psychological safety encourages team members to ask questions and provide feedback, which contributes to continuous improvement and learning.

    1. Fosters Innovation and Creativity

    Agile teams rely on innovation and creativity to adapt to changing environments and deliver high-quality products. Psychological safety encourages team members to take risks and experiment with new ideas, leading to improved problem-solving and innovation (Nembhard & Edmondson, 2006).

    1. Reduces Turnover and Increases Job Satisfaction

    A psychologically safe environment contributes to increased job satisfaction and reduced turnover rates. When team members feel respected and supported, they are more likely to stay with the organization and be engaged in their work.

    Why Psychological Safety is Often Overlooked

    1. Lack of Awareness

    Many organizations and team leaders are simply unaware of the concept of psychological safety and its importance in team performance. As a result, they might not prioritize creating a safe environment for their team members, leading to decreased performance and job satisfaction.

    1. Misplaced Priorities

    Some organizations and team leaders may prioritize short-term goals, such as meeting deadlines and reducing costs, over creating a psychologically safe environment. Unfortunately, this short-sighted approach can lead to long-term consequences, including reduced team effectiveness and increased turnover.

    1. Cultural Barriers

    In some organizations, hierarchical structures and power dynamics can create barriers to psychological safety. Team members may hesitate to speak up or admit mistakes for fear of retribution or judgment from their superiors. To foster psychological safety, organizations need to promote a culture that values openness, collaboration, and learning.


    Psychological safety is a critical component of high-performing Agile teams. It fosters collaboration, innovation, and job satisfaction, leading to better outcomes and reduced turnover. To create a psychologically safe environment, organizations and team leaders must prioritize open communication, encourage risk-taking, and promote a culture of continuous learning.


    Edmondson, A. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly.

    Nembhard, I. M., & Edmondson, A. C. (2006). Making it safe: The effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams. Journal of Organizational Behavior.

    Edmondson, A. C., & Lei, Z. (2014). Psychological Safety: The History, Renaissance, and Future of an Interpersonal Construct. Annual Review of Organizational Psychology and Organizational Behavior. 

    Why Companies Struggle to Embrace the Lean Startup Approach (and How to Overcome It)

    Why Companies Struggle to Embrace the Lean Startup Approach (and How to Overcome It)

    You've probably heard of Eric Ries' groundbreaking book, "The Lean Startup." The methodology has revolutionized the way many entrepreneurs and businesses approach product development and innovation. But, despite its proven success, some companies still struggle to adopt the Lean Startup approach. Why is that? Let's dive into the reasons and explore how to overcome these challenges.

    1. The Clash with Traditional Culture: The Lean Startup approach encourages experimentation, rapid iteration, and learning from failure. But let's face it – that can be a tough pill to swallow for organizations with a more conservative culture. To make it work, companies need to shift their mindset and embrace a more agile way of working.
    2. Fear of the Unknown (aka Resistance to Change): People are creatures of habit, and adopting a new methodology like Lean Startup can be daunting. It's essential to address this resistance and help employees understand the benefits of a more agile and collaborative approach .
    3. Missing the Boss's Support: Leadership buy-in is crucial for the Lean Startup approach to take off. If top management isn't on board or doesn't fully grasp the principles, the methodology's chances of success are slim.
    4. The Stigma of Failure: Nobody likes to fail, right? But in the world of the Lean Startup, failure is an opportunity to learn and iterate. Companies need to reframe their perspective on failure and view it as a stepping stone to success.
    5. Short-termism Strikes Again: It's tough to break free from the short-term results mindset, especially when quarterly reports dictate the company's direction. However, the Lean Startup approach demands a longer-term perspective that values learning and growth.
    6. Metric Mayhem: You can't improve what you don't measure, but choosing the right metrics can be tricky. Organizations need to ditch vanity metrics and focus on actionable data that truly reflects their progress in the Lean Startup journey.
    7. Resource Realities: Time, talent, and money – these are the resources needed to experiment and iterate. Companies may struggle to allocate these resources effectively, but it's essential to invest in the Lean Startup process for long-term success.
    8. Customer Connection Conundrum: Talking to customers is a vital part of the Lean Startup methodology. However, some companies have limited access to their customer base or face regulatory hurdles, making it challenging to gather feedback and validate assumptions.
    9. Scaling the Summit: Small teams and startups can more easily adopt the Lean Startup approach, but scaling it to a larger organization is a different ball game. It takes careful planning and coordination to maintain the methodology's core principles across multiple divisions or product lines.

    Conclusion: Adopting the Lean Startup approach can be tough, but it's worth the effort. Companies that commit to embracing this agile, customer-centric mindset can reap the rewards of increased innovation and adaptability. So, let's learn from Eric Ries and tackle these challenges head-on. After all, there's no better time to start than now!

    Reference: Ries, E. (2011). The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses. Crown Publishing Group.


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